Second biggest software house and system integrator in Poland; 3000 employees.

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At the time 2nd biggest software house and system integrator in Poland. Main focus: large & mid-sized ICT projects with own cloud-based solutions for SME with 10+ k clients in 1st year. Listed on the Warsaw Stock Exchange since 1998. Key industries where company served it’s clients: Public sector, Banking, Telco and Utilities.

Key achievements:

Successful company turnaround within 9 months, reduced costs by EUR 20 million

Share price from EUR 3 to EUR 7; company valuation growth by 240% within 14 months

Changed organizational structure to focus on key market sectors; reduced number of FTEs from 3000 to 1700

Increase net profit from losses EUR -28 million in 2009 to EUR 4.5 million in 2012

Increased revenue by 15%

Won significant tenders in the public & energy sector

Launched new division of major ECE software house for deployment of IT application development services to B2B and B2C clients within cloud

Information and data are getting more market value. Therefore, how should the company behave in order to strengthen competitiveness? What benefits can individual customers derive from a world dominated by huge data sets?

New leadership paradigm should be conceived as a continuous and collective process taking place within a network of employees and managers. The organization’s thinking would change from “who are our leaders?” To “what conditions does the organization need to meet for leadership to effectively strengthen emerging networks and relationships?”

What role will organizational leaders play in the future? They won’t go away, but some believe the charismatic-type company executive will see his role diminish as power, authority, and responsibility gets distributed among largely self-governing groups. Consequently, leaders will have to learn to live without some of the privileges to which they have grown accustomed.